Disciplinary Actions From the Employee Perspective

disciplinal Actions From the Employee PerspectiveBackground to the StudyManaging a group of people in a employment is a complex task. Organizational leaders argon familiar with the complexities that argon innate in handling an face. An example of a difficult inevitable occurrence in managing an organisation is conflict. It re shows a bark between 2 opposing ideas. With this existence, conflicts between a manager and an implementee ar most likely a continuous encounter in the oeuvre.Ensuring a sound relationship between the management and employees depends upon how it is regulated by the manager. one and only(a) of the conditions for maintaining such(prenominal) relationship is that employees should uphold a particular surgical process and behavioral standards. (Jegadeesan G, 2008). Should the employees do not comply with these standards, it is assumed that corrective measures are obligate to improve their performance and maintain the healthy relationship. However, if the employees do not mark off with the manner of implementing corrective actions, it cigarette have an adverse effect on the rapport between the manager and the employees.It is believed that the most unpleasant role of an organizational leader is to institute a disciplinal action to an erring employee (F investlin and infidel, 2006). Although the close is to modify the employees undesirable behaviors, their finalitys are often subjected to opposing personal interpretations.At STI, the organizational relationship is directed by the general policies pop the questiond by the STI upbringingal Services group to its member schools through the school administrators. A disciplinal action is instituted to employees who failed to meet the rules, meriting the imposition of a penalty. The schools corrective guideline set the use of a progressive and positive compensate, which aims to correct the behavior of its employees. It is impose to the offending employee after the discipl inal committee has make their final verdict. In my experiences as a member of the disciplinary committee, I have find that employees, whether they are recipients or observers of disciplinary actions, have versatile opinions with regard to our disciplinary utilizes. These opinions need to be auditiond and scrutinized in lodge to identify executable disorders that whitethorn complicate the organizational stability.Nature of the ProblemIt is the purpose of a disciplinary fulfil to bear on a healthy relationship between employees and managers for an organization to perform well. Both parties are expected to abide by the overriding regulations. corrective policies are in place to serve as a guide to an prim conduct in the workplace in order to achieve the organizational goal. (Gatchalian and Lumiqued, 2005). The situation in which the employee commits misbehavior may spay in the analogous way that the manager may also conduct an individual situation in different ways that is commensurate to the situation. However, the order in which the manager executes the disciplinary action may produce various opinions from the employees. It can go with or contradict with the managers perception. These opinions should not be interpreted for granted for it may issue to future problems in the organizational relationship. The credibleness of the disciplinary process should be maintained in order to preserve the strong rapport between the manager and the employees. In order to aver the credibility of the process, it is necessary to identify the perspective of the employees about the disciplinary process. dapple several studies have been do about straightlaced control of employee actus reuss, precise is known about how clear upd employees react about the implementation of the disciplinary systems. (Greer and Labig, 1987). It is on this premise that I am convinced to explore this affair more extensively using a qualitative method to examine how checkerd emplo yees actually think and feel about the discipline experiences.This cogitation allow consist of the exploration and description of the employees experience of disciplinary surgical processs at STI College Koronadal metropolis Inc. After determining their views, problem areas ordain be set for use as basis in improving disciplinary practices in the workplace.Statement of the ProblemGeneral How do employees view the disciplinary process at STI CollegeKoronadal City Inc.?SpecificWhat are the disciplinary practices implemented in the workplace?What are the different opinions of employees about the way the disciplinary actions are implemented?What are the preferences of employees in relation to the process of investigating employee misconduct?Significance of the StudyFor the school administrators, the information from this theatre of operations can be used in identifying the loopholes and problem areas in explaining a strategic plan for the improvement of employee discipline practic es in the workplace.For the supervisors/managers, The information from this dissect can be used to direct the choice of relevant strategies to be implemented.For researchers, the result of this study go forth also add to the current facts and provide a general source for further research on the topic.Scope and limitation of the StudyThis study impart use the beta method to render the views of employees about the disciplinary practices at STI College Koronadal City Inc. The reactions leave be mensural primarily through references and document reviews. It bequeath be limited to rank and file employees. Such constraints leave behind permit the researcher to employ a thorough exploration of the problems abovementioned.Chapter 2Review of Related LiteratureEmployee country of studyDespite the motivational training programs and development of positive work settings, it is believed that not all employees perform according to the acceptable behaviors set by the organization (Hu ghes, and Tomkiewicz, 1992). The occurrence of organizational misbehaviors is dependent on the opinions of employees towards the organization. If they believe that their organization is fair, it is marvellous that employees will commit misbehaviors (De Schrijver, Delbeke, Maesschalck and Pleysier, 2010).Discipline is an action that must be constantly exercised to reconstruct employees misbehavior due to violation of work policy and standards. Disciplinary guidelines are used for maintaining the work standard that must be imparted to employees through proper communication.Employee disciplinary processes has transformed over time. In the pursuit of improving these practices, it has evolved from the conventional to the modern systems. The traditional autocratic imposition of punishment has transformed into freshly methods, where the non-compliant employee is stipulation a chance to improve his behavior.Progressive and positive discipline is one of the modern disciplinary systems t hat use counseling instead of penalty. Its simple goal is to help the employee acknowledge the faults in his or her performance and is give the chance to improve it. (Chimezie, Osigweh, and Hutchison, 2006).Disciplinary PracticesOne of the most significant functions of a manager is to make disciplinary decisions. Most managers possibly consider that it is slanted to discipline employees for outcomes over which they have no control. The probable significant chemical element in the decision-making process is attributions, which possibly of particular importance to the managers who value fairness. (Judge and Martocchio, 1995).Managers employ varied unconscious processs in making their decisions when addressing disciplinary cases. By employing a policy-capturing glide path, Klaas and cyclist (1990) pointed out three factors that have possible contribution to the cause of disciplinary problem such as managerial provocation, personal problems and tenure. Environmental occurrences su ch as economic, institutional and hierarchical were also considered. It was found out that the institutional factor has the largest effect on personnel managers decision. On the other hand, personal problems, tenure, and the economic implications of the decision had more limited influence on managerial decisions. Using the same approach, the results of another study made by Klaas and wheel horse (1992), showed that there is a relative importance of the social and institutional standards to the disciplinary decisions made by supervisors. The findings were based on the six factors used as basis in making disciplinary decisions. These factors were identified as performance decrement, documented warning, waiver, tenure, past performance, and the manner of the employee. The effects of these factors were scrutinized to gather perceptions as to the purpose to which key social and institutional standards influence disciplinary decisions and subsequently develop nascent rights for employee s.For Franklin and Pagan (2003), their study on the variation in the practice of employee discipline, showed that issues such as sector, existence of unions, human resource department bind have impact on the managers decision in choosing disciplinary approaches on the assumption that the organizations uses consistency in their use of disciplinary actions. The existence of around of the abovementioned issues motivate the managers to conform to formal disciplinary policy. In another study, Franklin and Pagan (2006) posited culture as an influential factor in making disciplinary decisions. They presented two groups of factors that have causal effects on discipline practices open and intangible factors. The former describes the formal practices the organization wishes to follow and the latter provide indications why informal strategies appear as successful practices for stayting things done. A recommended hypothesis using the idea of organizational culture was suggested to confirm t he stiffness of the supposed influence of culture on decisions pertaining to employee discipline.Disciplinary Experiences in the workplaceGreer and Labig (1987) stated that limited researches were made about employee reactions to disciplinary actions. Their exploratory study about employee reactions to disciplinary actions revealed that the manner in which the disciplinary action is instituted seems to greatly influence emotional response and affect the manager-employee relationship. The foregoing positive relationship will seem to deteriorate due to the implementation of a disciplinary action. However, when the discipline is instituted in a pleasant way, it is unlikely that adverse employee reactions will occur.In a qualitative study made by Atwater, Leanne E., Waldman, David A., Carey crowd together A., and Cartier, Priscilla. (2001), on recipients and observers of disciplinary process, results showed a positive perception about discipline from the two categorized groups but the y may also lose treasure for the one who instituted the discipline, following development of negative attitudes towards the organization as a result of the discipline. They have also the tendency to regard the experience as unfair, when it is used for informal rather than to formal rule violations.In the exploratory study using the internal dynamics of disciplinary process made by Rollinson, Handley, Hook and Foot (2007) about The Disciplinary Experience and its personal effects on Behavior, it was tentatively concluded that half of those formally disciplined will internalize the rules and the other half have the inclinations of breaking the rules. These behaviors were said to be caused by frontmost conditioning by punishment paradigm, where punishment stimuli is powerless in influencing the behavior. The second cause is attributed to the managerial styles that have created impressions of motives of retaliation on the disciplined person.Suggestive DefinitionAlternative Investigat ion refers to other possible choices in conducting inquiryProcessabout disciplinary problems.Causes of misbehavior refers to the reasons why a an organizational misbehavior iscommitted.Discipline refers to the state of employee self-control and orderly conductobserved in an organization.Disciplinary action refers to the act of implementing a corrective measures to anemployee who has committed an organizational misbehavior.Disciplinary attitudes refers to the outlook of an employee towards discipline.Disciplinary experiences refers to an painting or observation of a person to a disciplinaryaction.Disciplinary process refers to the period between the recording of misbehavior andthe decision at a disciplinary committee hearing.Organizational Misbehavior are actions by organizational members that violates theorganizational and social norms.Progressive discipline a procedure in which harder penalties is implemented for repeat disciplinary misconducts. It usually starts with an oralwarning, and whence written warning, followed by suspension andfinally dismissal.Chapter 3Research objectThis study will use a phenomenological research method to present and interpret the information which will prevent and control possible biases. It will explore and describe the employees experiences of disciplinary procedures at STI College Koronadal City Inc. A literary works review of on the views of Employee Discipline, and studies about Disciplinary Practices and Disciplinary Experiences in the workplace will be done. From this review, this study will identify the premise of the disciplinary process which will form the bases of the questions for the call into question. The opinions of employees about progressive disciplinary approach such as warning, reprimand and suspension will be given emphasis. Moreover, pertinent data sources such as STI disciplinary rules, government legislations and observations made during interviews will also be considered.Locale of the St udyThe study will be conducted at STI College Koronadal City Inc. because the respondents are employees of this educational organization. It runs under a franchising agreement with the STI educational Services Group. The organization started its operation as an education center in 1998 and became a full college in 2009. This organization has two branches the main branch is located at Koronadal City and the other at Tacurong City. Currently, it has 70 employees and more than a thousand students in both TESDA and CHED Programs.Respondents and try outThe respondents of the study are those employees holding the rank and file positions who are recipients and observers of the disciplinary procedures practiced in the organization. Since these employees are not in managerial positions, they are normally susceptible for exposure to the disciplinary process. The views of employees about progressive disciplinary approach such as warning, reprimand and suspension will be given importance in th e study.Data Collection StrategiesThe primary instrument to be used in this study will be an interview protocol which I will develop. Two employees who have experiences of disciplinary procedure and two employees who are observers of the disciplinary procedure will be invited to an interview. The questions will be open-ended so that it will lessen any command of the participants responses. There will be reminders to be prepared for the questions to guarantee that lucubrate idea of the research questions will be addressed. Important data sources will also be considered for the purpose of the study, such as document reviews and field notes recorded from observations taken during the interviews.All interviews will be recorded using an MP3 recorder. Individual recorded interviews will be extracted from the MP3 recorder and then electronically stored into a computers hard drive. Folders will be created with proper labels which will conceal the individual recordings. After each interv iew, the recordings will be played and then transcribed. Field notes will also be transcribed and stored in the same manner as the recorded audio interviews (Groenewald, 2004).Data AnalysisInitially, the data will be recorded using an interview protocol. The audio recordings of the interview will be repeatedly played and then transcribed and reviewed to get the main idea. The interesting information in the interview will be analyzed to determine its underlying meaning. Ideas will be noted and will be transformed into themes which reflect their meaning. This process will be repeated for all interviews. Similar themes will be compiled and grouped together (Groenewald, 2004).ReferencesAtwater, Leanne E., Waldman, David A., Carey throng A., and Cartier, Priscilla. Recipient andobserver reactions to discipline are managers experiencing wishful thinking? Abstract. diary of Organizational Behavior volume 22, issue 3, pages 249 270, may 2001 bind first print online 20 APR 2001 inside10. 1002/job.67 retrieved environ 7, 2011.http//onlinelibrary.wiley.com/doi/10.1002/job.67/ defraudChimezie A. B. Osigweh Yg. and William R. Hutchison .Positive discipline HumanResource Management Volume 28, Issue 3, autumn (fall) 1989, Pages 367-383, Article first published online 2 NOV 2006, DOI10.1002/hrm.3930280306. Retrieved establish 7, 2011 from http//onlinelibrary.wiley.com/doi/10.1002/hrm.3930280306/abstractCooke, Hannah. 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